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Decision making in a dynamic environment.
The common approach to decision making has been

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through the use of analytical models such
as five P three P O O,

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D A and decide. Good decisions
result when pilots gather all available information,

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review it, analyze the options,
rate the options, select a course of

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action, and evaluate that course of
action for correctness. In some situations,

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there isn't always time to make decisions
based on analytical decision making skills. A

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good example is a quarterback whose actions
are based upon a highly fluid and changing

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situation. He intends to execute a
plan, but new circumstances dictate decision making

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on the fly. This type of
decision making is called automatic decision making or

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naturalized decision making. Refer to Figure
seventeen DASH eleven B automatic decision making.

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In an emergency situation, a pilot
might not survive if he or she rigorously

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applied analytical models to every decision made. There is not enough time to go

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through all the options. But under
these circumstances does he or she find the

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best possible solution to every problem.
For the past several decades, research into

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how people actually make decisions has revealed
that when pressed for time, Experts faced

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with a task loaded with uncertainty first
assess whether the situation strikes them as familiar.

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Rather than comparing the pros and cons
of different approaches, they quickly imagine

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how one or a few possible courses
of action in such situations will play out.

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Experts take the first workable option they
can find. While it may not

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be the best of all possible choices, it often yields remarkably good results.

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The terms naturalistic and automatic decision making
have been coined to describe this type of

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decision making. The ability to make
automatic decisions holds true for a range of

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experts, from firefighters to chess players. It appears the expert's ability hinges on

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the recognition of patterns and consistencies that
clarify options in complex situations. Experts appear

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to make provisional sense of a situation
without actually reaching a decision, by launching

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experience based actions that in turn trigger
creative revisions. This is a reflexive type

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of decision making, anchored in training
and experience, and is most often used

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in times of emergencies, when there
is no time to practice analytical decision making.

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Naturalistic or automatic decision making improves with
training and experience, and a pilot

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will find himself or herself using a
combination decision making tools that correlate with individual

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experience and training operational pitfalls. Although
more experienced pilots are likely to make more

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automatic decisions, there are tendencies or
operational pitfalls that come with the development of

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pilot experience. These are classic behavioral
traps into which pilots have been known to

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fall. More experienced pilots, as
a rule, try to complete a flight

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as planned, please passengers, and
meet schedules. The desire to meet these

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goals can have an adverse effect on
safety and contribute to an unrealistic assessment of

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piloting skills. All experienced pilots have
fallen, prey to, or have been

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tempted by, one or more of
these tendencies in their flying careers. These

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dangerous tendencies or behavior patterns which must
be identified and eliminated include the operational pitfalls

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shown in figure seventeen twelve. Stress
management. Everyone is stressed to some degree

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almost all of the time. A
certain amount of stress is good since it

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keeps a person alert and prevents complacency. Effects of stress are cumulative, and

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if the pilot does not cope with
them in an appropriate way, they can

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eventually add up to an intolerable burden. Performance generally increases with the onset of

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stress, peaks, and then begins
to fall off rapidly as stress levels exceed

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a person's ability to cope. The
ability to make effective decisions during flight can

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be impared by stress. There are
two categories of stress, acute and chronic.

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These are both explained in Chapter sixteen
Aeromedical factors. Factors referred to as

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stressors can increase a pilot's risk of
error in the flight deck. Refer to

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Figure seventeen, Dash thirteen. Remember
the cabin door that suddenly opened a flight

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on the Mooney climbing through fifteen hundred
feet on a clear sunny day. It

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may startle the pilot, but the
stress would wane when it became apparent the

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situation was not a serious hazard.
Yet, if the cabin door opened an

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imc conditions, the stress level makes
significant impact on the pilot's ability to cope

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with simple tasks. The key to
stress management is to stop, think and

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analyze before jumping to a conclusion.
There is usually time to think before drawing

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unnecessary conclusions. There are several techniques
to help manage the accumulation of life stresses

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and prevent stress overload. For example, to help reduce stress levels, set

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aside time for relaxation each day,
or maintain a program of physical fitness to

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prevent stress overload. Learn to manage
time more effectively to avoid pressures imposed by

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getting behind schedule and not meeting deadlines. Use of resources to make infeigned decisions

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during flight operations. A pilot must
also become aware of the resources found inside

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and outside the flight tech. Since
useful tools and sources of information may not

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always be readily apparent, learning to
recognize these resources is an essential part of

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ADM training. Resources must not only
be identified, but a pilot must also

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develop the skills to evaluate whether there
is time to use a particular resource and

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the impact its use will have upon
the safety of flight. For example,

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the assistance of ATC may be very
useful if a pilot becomes lost, but

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in an emergency situation, there may
be no time available to contact ATC internal

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resources. One of the most underutilized
resources may be the person in the right

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seat, even if the passenger has
no flying experience. When approp it to

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PIC can ask passengers to assist with
certain tasks, such as watching for traffic

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or reading checklist items. Some other
ways, a passenger can assist provide information

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in an irregular situation, especially if
familiar with flying. A strange smell or

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sound may alert a passenger to a
potential problem. Confirm after the pilot that

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the landing gear is down. Learn
to look at the altimeter for a given

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altitude in a dissent, Listen to
logic or lack of logic. Also,

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the process of a verbal briefing,
which can happen whether or not passengers or

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aboard, can help the PIC in
the decision making process. For example,

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assume the pilot provides a loan passenger
a briefing of the forecast landing weather before

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departure. When the Automatic Terminal Information
Service ADIS is picked up, the weather

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has significantly changed. The discussion of
this forecast change can lead the pilot to

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re examine his or her activities and
decision making refer to Figure seventeen fourteen.

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Other valuable internal resources include ingenuity,
aviation knowledge, and flying skill. Pilots

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can increase flight deck resources by improving
these characteristics when flying alone. Another internal

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resource is verbal communication. It has
been established that verbal communication reinforces an activity.

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Touching an object while communicating further enhances
the probability and activity has been accomplished.

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For this reason, many solo pilots
read the checklist out loud. When

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they reach critical items. They touch
the switch or control, for example,

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to ascertain the landing gear is down. The pilot can read the checklist,

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but if he or she touches the
gear handle during the process, a safe

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extension of the landing gear is confirmed. It is necessary for a pilot to

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have a thorough understanding of all the
equipment and systems in the aircraft being flown.

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Lack of knowledge, such as knowing
if the oil pressure gage is direct

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reading or uses a sensor, is
the difference between making a wise decision or

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poor one that leads to a tragic
error. Checklists are essential flight deck internal

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resources. They are used to verify
the aircraft instruments and systems are checked,

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set and operating properly, as well
as ensuring the proper procedures are performed if

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there is a system malfunction or in
flight emergency. Students reluctant to use checklists

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can be reminded that pilots at all
levels of experience refer to checklists, and

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that the more advanced the aircraft is, the more crucial checklists become. In

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addition, the pilots Operating Handbook pH
is required to be carried on board the

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aircraft and is essential for accurate flight
planning and resolving in flight equipment malfunctions.

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However, the most valuable resource a
pilot has is the ability to manage workload,

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whether alone or with others. External
resources. Air traffic controllers and flight

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service specialists are the best external resources
during flight. In order to promote the

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safe, orderly flow of air traffic
around airports and along flight routes, the

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ATC provides pilots with traffic advisories,
radar vectors, and assistants in emergency situations.

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Although it is the PIC's responsibility to
make the flight as safe as possible,

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a pilot with a problem can request
assistance from ATC. Refer to figure

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seventeen Dash fifteen. For example,
if a pilot needs to level off,

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be given a vector or decreased speed, ATC assists end comes integrated as part

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of the crew. The services provided
by ATC cannot only decrease pilot workload,

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but also help pilots make informed in
flight decisions. The flight service stations are

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air traffic facilities that provide pilot briefing, en route communications via our search and

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rescue services, assist lost aircraft and
aircraft in emergency situations, relay ATC clearances,

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originate notices to airmen, notem broadcast
aviation, weather and National Airspace System

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and as information, receive and process
if OUR flight plans, and monitor Navigational

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aids naviids. In addition, at
selected locations, flight service stations provide en

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route flight advisory service, flight watch, issue airport advisories, and advise customs

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and immigration of transporder flights. Selected
flight service stations in Alaska also provide TEA

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web recordings and make weather observations.
End of Part five of Chapter seventeen